The Many Hats of Larry Cohen
Updated: Aug 31
What do Benjamin Franklin, Mr. Rogers, and Walt Disney all have in common? Are they all famous? Yes. Leaders? Yes. Writers? Yes. But more importantly, they all wore many hats and are known for adaptive thinking, the ability to shift gears, and a sharp eye for people and patterns – traits shared by many entrepreneurs. Larry Cohen, an entrepreneur at heart, may not be famous like these figures, but he is a leader and a writer and a many-hats kind of person. In the parking industry, he brings those same characteristics to life exceptionally well – and depending on whom you ask, he might be almost as famous.
Larry Cohen, PTMP and an IPMI member with over 45 years in parking, is Executive Director of the Lancaster Parking Authority, an Accredited Parking Organization with Distinction that received one of the 2024 “Best Workplaces” award in Lancaster County. Over the course of his career, Larry’s many hats include operations, public relations, crisis management, coaching, and business ownership, among others. Through it all, he has found that the foundation of every role is the same: hard work and customer service which he describes as “always the common theme of success.”
LEARNING ALL THE HATS
After valet parking and college (degree in Communications and a minor in Business), Larry founded Premier Parking which he operated for over 10 years in Philadelphia, serving many elite clients and the Veterans Stadium. From there, he moved into healthcare, serving as Director of Parking and Transportation for Penn Medicine and Johns Hopkins Medicine where he oversaw large-scale hospital parking operations, transportation systems, customer service, and infrastructure. He later served as Vice President of Parking Planning with Urbitran Associates in New York before managing university-wide parking, transportation, enforcement, and mobility programs at George Washington University. Today, as Executive Director of the Lancaster Parking Authority, Larry leads an independent municipal authority with a $14M annual operating budget, overseeing on- and off-street parking operations, enforcement, garages, retail assets, and capital programs.
Beyond his day-to-day leadership roles, he is also a national contributor to the parking industry through his work with IPMI, his federal white papers on suicide mitigation in parking facilities, and his book, The Quirky World of Parking, often used as a “Parking 101” resource. His latest venture takes that experience in a new direction: serving as Executive Producer for TV comedy projects based on parking operations and his book.
ADAPTIVE THINKING
Larry learns quickly, adjusts quickly, and thrives in environments that are constantly changing. He would be the first to say that he is not “book smart,” but over time, he has come to recognize the value of being “street smart.” He can read a situation, figure out what is needed, and find a practical path forward through creativity and hard work.
That adaptive thinking showed up early. As a young valet parker, Larry was hungry for money and tips and for ways to serve customers better. He remembers constantly asking himself, “What can I do to get money out of this car?” If a customer needed gas, he’d fill the tank. If the car was dirty, he’d clean it. He checked tire pressure, picked up a pack of gum - anything to meet a need. “I always tried to go above and beyond what a normal parking attendant would do,” he recalls. Even then, Larry had a natural instinct for noticing what people needed and turning that observation into action.
Many of us had to adapt during COVID. What did Larry do? He wrote a book. He taught himself how to publish by watching “endless YouTube videos.” “I was bouncing off the walls. My wife's like, ‘You’ve got to find something to do.’” So, he adapted and wrote about parking death threats and angry doctors.
That same adaptability has served him in his current role at the Lancaster Parking Authority, where the work requires him to think beyond traditional parking operations. In larger university and hospital settings, Larry could rely on established departments for benefits, legal, and HR, and other specialized needs. At the Authority, he has had to become fluent in those areas himself while also supporting economic development and managing the responsibilities of a public facing municipal organization.
Larry adapts because he notices what is needed, learns what he needs to learn, and is willing to do the work.
ABILITY TO SHIFT GEARS
Larry’s ability to shift gears enables him to move easily between operational demands, human challenges, political pressures, and long-range strategies. His leadership requires him to wear the “hat of the moments”: boss, therapist, acting parent, strategist, or problem solver. As he puts it, “You have to know A to Z.”
At the Lancaster Parking Authority, he has been stretched more than ever. Recently, he has been navigating the Authority through a long, highly public lawsuit between two public agencies. He has learned to accept that public perception usually doesn’t reflect the whole story and to focus his energy where it matters. As he says, “I lose sleep over personnel things…A lawsuit I typically don’t lose sleep over.” People are very important to Larry.
On the operational side, Larry spearheaded the shift to modernize the Parking Authority’s old-fashioned meters, upgrading to multi-spaced kiosks managed by ParkMobile. The change has improved customer convenience, increased revenue reliably, and enhanced the city’s streetscape. His garages now operate with LPR frictionless payments, reflecting his commitment to practical innovation and customer service improvements.
Finally, in a completely different arena, Larry’s gear shifting extends beyond the parking garage into entertainment. After years of hearing that the stories in his book would make a great tv show, he decided to learn the industry. He found representation in Hollywood, hired an agent and a producer, and together they wrote a pilot episode – “It’s sort of like Parks and Rec meets Parking Wars.” He now serves as executive producer as they work to secure one to three cities for the CW Network. True to form, he taught himself much of the process through YouTube.
Whether dealing with staff, systems, public scrutiny, or creative ventures, Larry treats each as though it’s “his own business.” He brings the same high standards to each position and the fact that “I will work harder than anybody.”
EXCEPTIONAL PATTERN RECOGNITION
Larry’s leadership is grounded in exceptional pattern recognition. He sees patterns in people, operations, and problems that help him anticipate needs and find practical solutions.
One example emerged quickly during the interview. Before answering a single question, Larry asked me about my background so he could tailor his responses to my level of understanding. He is the first person to do that. That simple gesture reflected Larry’s priority to connect with people.
His pattern recognition also shapes how he hires and develops people. Larry sees long-term potential in entry-level employees, noting, “There’s nothing better than when I get to promote someone who was a parking attendant…and now they’re a manager.” He designs job ads carefully, asking open-ended questions that reveal character and work ethic rather than simple yes or no answers. With younger employees facing complex life challenges, he distinguishes between non-negotiables – like zero tolerance for stealing – and negotiables, where he teaches, guides, and helps them grow.
His operational instincts follow the same pattern. He recognized early the benefits of emerging technology, being the 4th city to sign up for ParkMobile – “As soon as I heard about mobile app payments, I’m like, I want that.” He also understands the psychology behind public reactions, observing that “people having to pay for something they don’t want to pay for brings out the worst in them.” This awareness helps him anticipate friction points and design systems that reduce frustration.
Even in relationships, Larry notices patterns that build trust. He will often snap a picture at lunch or a ball game and sends it afterwards with the simple message “Thinking of you!” which strengthens connections and brings a smile. He also recognizes that pattern that matters most: the balance between work and family. “Don’t miss the softball games. Go.” He reminds others that children grow up very quickly and people will be remembered more for what type of parent they were than what type of employee they were.
Across operations, technology, hiring, psychology, and relationship, Larry’s ability to see patterns allow him to anticipate needs, respond wisely, and lead with empathy.
FAMILY
When Larry met his wife, Sarah, he warned her that being a higher-level parking professional might require moving often – cities don’t employ too many of those. I laugh because this reflects his “customer service” gift – he let her know what’s going to happen so it’s not a surprise. Well, she signed on, has moved cities like a trooper, and they’ve been married for 35 years. They have learned to balance Larry’s always thinking, always moving with her happy sitting, happy reading reading. His family is top priority to him and he is very proud of his two sons.
CONCLUSION
Larry Cohen shares many characteristics of big thinkers. His influence may be rooted in the parking industry and his local community, but his adaptability, versatility, pattern recognition, creativity, and relational leadership are the same traits found in figures like Franklin, Rogers, and Disney. Just as Franklin blended civic leadership, innovation, writing, diplomacy, and community-building, Larry has woven together operations, safety, mentorship, and organizational leadership. Like Mr. Rogers, his steady, relational approach shapes the people around him. And like Disney, he blends operations, customer experience, innovation, and organizational leadership into a memorable, human-centered environment, only in Larry’s case, the setting is parking.
You and I can practice these characteristics and grow and learn, too. Notice what people need. Shift gears when circumstances change. Learn continuously. Treat every role with care and ownership. Be passionate about what you do.
His many hats are not just a story about one leader, they are an invitation for all of us to grow, adapt, and lead well in our own spheres. Thank you, Larry, for your time and for sharing your story with us. It was a pleasure.
Here is Larry’s favorite advice for all people, for all jobs, for all time:
10 Things That Require ZERO TALENT:
Being On Time
Making An Effort
Being High Energy
Having A Positive Attitude
Being Passionate
Using Good Body Language
Being Coachable
Doing A Little Extra
Being Prepared
Having A Strong Work Ethic
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